Abstract

Our aim in this study was to examine the experiences of organisational ‘talent’ as employees advance through progressive stages of a talent management programme and
to identify ways in which identity work plays a major part in such transitional processes. A case study is presented which examines the experiences of accountancy professionals ‘talent’ in a global management consultancy as they progress through ‘rites of passage’ at different levels of a talent management programme. Findings firstly
show that successful transitions through such rites of passage are the necessary precursors to talent advancement; secondly, that the exercise of identity work is a
concomitant part of specific phases of such rites of passage (separation, liminality and incorporation); thirdly, that, particularly at the most senior management levels, ‘appropriate identities’ in line with normative assumptions of the organisation are required to be developed and displayed; and finally, that such progression is characterised by being in ambiguous and fluid relationships and contexts, which need to be overcome in an ongoing process of talent advancement. Lessons are drawn for the design of talent management interventions that take identity work into account.
Keywords: identity work; liminality; talent advancement; talent management; talent
pool; rites of passage